Monthly Archives: July 2013

Let’s suppose that you are a general manager in a company, and one of yours employee (let’s call him man1) comes to you and said that he cannot solve a task because another employee from another department (let’s call him man2) do not made his job and man1 cannot solve the task because it is block by the man2.

Last year I have a project with a large company from Romania, and the General Manager ask me how can he know if things going well in his company? He want something fast, very easy to see from a single sight, not to study days different reports.

In my consultancy projects i have a basic rule that i respect every time. This rule said like this: “erase every thing that you already know about the subject and ask every thing like a new born child”. In some times people think that i am stupid because they think that I must know everything that is happens in the logistic and supply chain and some questions they consider that it is stupid questions. For example: I have a small audit to a company and I ask the fleet manager how he calculate the fuel consumption for cars. And that guy look on me with a strange face and said to me: “You don’t know how you calculate the fuel consumption and you want that i lean you this? “. I said “Yes”, and he was very surprised. After 1 hour he saw that my question it was not a stupid one.

A general manager of a company ask me last week what I prefer: procedure or result. I ask, with no doubt, that I prefer result through procedure. I think this is the best way that the managers must use. A result without procedure is a result cannot be replicated and it is a happy hazard.